orgchagent3

7/28/2019 orgchagent3

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Change Agents Distinction betweenChange Initiator Change Agent

Change Agent motto: expect to unexpected... Ability to deploy Backstage Activity

Change Agents main features: Builds Relationships Diagnoses problems effectively Identifies and obtains relevant resources

Generates alternatives and makes a choice Builds acceptance through communication Develops the capability to internally adoptchange


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Machiavellian change agent

Concentrates efforts on achievable changes Knows when to fight and when to

compromise

Knows the history of the organization Builds coalitions

Joins external constituencies

Uses committees effectively

Uses formal systems


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What Can Change Agents Change?

PhysicalSettings

People


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StructureStructure

Structure, Technology, and People as

Targets of Organizational Change

TechnologyTechnology

PeoplePeople

OrganizationalOrganizationalChangeChange

OrganizationalOrganizationalChangeChange


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Organizational ChangeOrganizational Change

Unfreezing Changing Refreezing

Lewins Three-Step Process


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Unfreezing the Status QuoUnfreezing the Status Quo

DesiredState

Restrainin

StatusQuo

Forces

DrivingForces

Time


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Levels of Change Leadership Skills (Jim Canterucci)

Level I Small changes with clear direction

Level II Change projects at local levelLevel III Transformation of a central idea into

change initiatives and organisation

wide communicationLevel IV Generates change with a high degree

of transformation

Level V Ability to revolutionize organisations


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Key competencies of change agents (Buchanan, Boddy) Sensitivity to changes Setting clear, realistic goals Flexibility in responding to changes Team building ability

Networking skills Tolerance of ambiguity Communications skills to transmit effectively the need for

change n erpersona s s s en ng

Personal enthusiasm Stimulating motivation and commitment Selling plans and ideas Negotiating with key players for resources

Political awareness in identifying potential coalitions Influencing skills, to gain commitment Helicopter perspective, to stand back from the immediate

project


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Action Research ProcessAction Research Process

One:One:

DiagnosisDiagnosisOne:One:

DiagnosisDiagnosisThree:Three:

FeedbackFeedbackThree:Three:

FeedbackFeedback

Two:Two:

AnalysisAnalysisTwo:Two:

AnalysisAnalysisFour:Four:

ActionActionFour:Four:

ActionAction

Five:Five:

EvaluationEvaluationFive:Five:

EvaluationEvaluation


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Survey Feedback: An Overview

Employeescomplete

Employeescomplete

Through groupdiscussions,Through groupdiscussions,

Feelings about the

Feelings about the

Data Collection Feedback Develop Action Plans

.

surveys to provideinformation aboutproblems in theirorganization

surveys to provideinformation aboutproblems in theirorganization

specific plans forovercoming problemsare identifiedand developed

specific plans forovercoming problemsare identifiedand developed

summarized andshared with allemployees

summarized andshared with allemployees


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Change Agent

ObjectiveIdentifying and reflecting the role of the

change agent

Contents- Defining the change agent

- Relationships in the change team

- Relationships to the relevantenvironments


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Managing Change: ItsCulture Bound!

Is change possible?

How lon will it take?

Does culture influence resistance?

Does culture influence implementation?

Documents

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